Profile of Rajan Chandras
News & Commentary Posts: 128
Rajan Chandras has over 20 years of experience and thought leadership in IT with a focus on enterprise data management. He is currently with a leading healthcare firm in New Jersey, where his responsibilities have included delivering complex programs in master data management, data warehousing, business intelligence, ICD-10 as well as providing architectural guidance to enterprise initiatives in healthcare reform (HCM/HCR), including care coordination programs (ACO/PCMH/EOC) and healthcare analytics (provider performance/PQR, HEDIS etc.), and customer relationship management analytics (CRM).
Articles by Rajan Chandras
posted in January 2008
There's no doubt that ELT - yes, that's extract-load-transform (also called "pushdown") not conventional extract-transform-load (ETL) - is now a mainstream capability. Informatica's inclusion of pushdown optimization in the recently released PowerCenter version 8.5 brings ELT the legitimacy it deserves... I fully expect pushdown will be come a new frontier in the battle for ETL supremacy.
Process modeling tool highlights include BPMN support, low cost and integration with ER/Studio data modeling environment.
The acquisition of MySQL by Sun Microsystems, right on the heels of the Oracle-BEA merger, is great news for everyone. After languishing on the sidelines for years, Sun has, in a single stroke, reclaimed its relevance, taken the open source movement a step further, and opened up new (and promising) options for customers.
The big news today is that Oracle is buying BEA. Everyone saw this coming, but I offered my take on the appeal of BEA's middleware and virtualization technology last October. The question is, what will Oracle do with BEA, and how will this help or hurt BEA and Oracle customers?
Informatica was recently named among "The Dozen" most influential companies driving the intelligent enterprise in our just-published 2008 Editors' Choice Awards. As a contributor to the nominations, I too had recommended Informatica. Why, then, this apparent about-face, and why does it matter to you?
I was recently asked to review a business process diagram that was intended to capture current state for a service disruption planning process. I quickly found out that the challenge was not so much assessing the diagram itself, but resetting expectations of users that seemed to be already sold on the diagram, despite its numerous deficiencies. This is a classic pitfall in business process analysis.